Execution to die for... Overcoming the barriers to execution Execution to die for... The Wagon Wheel Way Operating System

Execution to die for ...

w w w . p l a n s t o r e a l i t y . c o m . a u

Overcoming the barriers to execution

Execution to die for ...

The Wagon Wheel Way™ Operating System


“Deciding what to do is often the easy part; making it happen is what counts … you get no

rewards for intentions”

The Challenge1. Understand the fundamental causes of poor execution

2. Identify the key barriers to making it happen

3. Match the barriers to a model that maps the complete operational process

4. Develop counter-measures to each of the barriers identified




1. Understand the fundamental causes of poor execution

• Planning and Execution are regarded as two totally separate activities

• Too little time is spent analysing the implications of the Plan

• Too few people are involved in developing the Plan

• Too much time wasted on Mission & Vision statements




2. Identify the key barriers to execution• Deficiencies in Planning: 13

• Deficiencies in Execution: 14

• Deficiencies in Monitoring, Measuring & Adapting: 6

• Deficiencies in Revising: 3

TOTAL: 36




3. Match the barriers to a new operational model The Wagon Wheel Way™ Operating System

THE CRITERIA

• Universal in its application – an open system

• Separates “this is what we are going to do” from “this is how we are going to do it”

• Demonstrates the inter-dependency between a) planning,

b) execution &

c) monitoring, measuring & adapting

• Simple, Memorable, Dynamic & Practical


How the Wagon Wheel Works

1. The Hub “This is what we are going to do”

2. The Spokes

Link the Hub to the Support and Enabling Functions

4. The Metal Band

Represents the resources required for execution - the Enabling Functions

3. The Wheel Rim

Represents “this is how we are going to do it” - the Support Functions


Step 1

1. Construct the Hub of the Plan

Barrier No. 1

The plan did not take into account the new environment we were operating in


Step 2

2. Attach the spokes to the Hub of the Plan

Barrier No. 7

The implications of the Plan were not sufficiently worked through by the planners


Step 3

3. Attach the wheel rim to the hub via the spokes – the implications of the Hub of the Plan on the organisation’s Support Functions

Barrier No. 8

Insufficient time was spent planning before moving to implementation


4. Reinforcing the wheel rim with the metal band – the Enabling Functions – Human Resources & Finances – People & Money

•

Barrier No. 9

The implementation of the plan required changes in the current organisational structure that management were not prepared to make

Barrier No. 10

The planners underestimated the costs of implementation

Step 4


Plans to Reality Execution to die for ...

Barrier No. 12

There was no Action Program that set out the objective of each action, who was to be responsible for it and its completion date

The transition from planning to implementation - note direction of arrows



Implementation

Business Environment

Execution – Rolling the wheel



OMELETTE

Barrier No. 14

There were different views on where the organisation is “now” and this has resulted in varying levels of commitment to the implementation of the Plan

Ofor Organisational Alignment





OMELETTE

Barrier No. 19

Many employees were very anxious about the changes that they were being asked to make - yet they were made to feel that such anxiety was both unreasonable and unnecessary

MEfor Management of ChangE





OMELETTE

Barrier No. 21

Leadership at the top of the organisation was largely invisible and remote from those charged with the detailed implementation

for LEadership

LE





Barrier No. 23

Our organisation embraced the concept of teams and teamwork but their establishment was seen as an end in itself rather than as a means to an end

for Teams & Teamwork

TT



OMELETTE



Barrier No. 25

The general view among employees was that their feelings, needs and aspirations were being ignored by executive management

for Employee Engagement

E



OMELETTE



Barrier No. 26

Communication at all levels of the organisation was lacking. Feedback from those at the coalface was never sought so was never given

Communication – The good oil


OMELETTE



Wagon Wheel Maintenance

Barrier No. 32

When issues are identified we tend to take action before sufficient analysis has been undertaken


OMELETTE



Time for a major re-build of the Wagon Wheel hub

Major Changes in the Business Environment

Barrier No. 34

Changes in the external environment made the Plan increasingly irrelevant and so it was gradually abandoned


The Wagon Wheel Way™...

• Is both a model and a process

• Integrates the complete operational cycle from planning & execution to monitoring, measuring, adapting and revising

• Provides a framework for major transformational initiatives such as lean thinking, organisational & cultural change

• Provides management with a common language for all elements of the business cycle

• Is a GPS that tells you where you are in the business cycle



“The best practical management book for years”

“Haines has done a brilliant job. I like the way he’s come at the problem with some really practical ideas and examples”

“Most impressive. The power of the Wagon Wheel really comes to life through the excellent anecdotes and case studies which kept me enthralled throughout. Haines is a superb story-teller”

www.executiontodiefor.com

Available from Amazon, AIM bookshops and the Author’s website



Contact:

Graham HainesPrincipal

+61 (0)3 9870 5159

[email protected]

www.planstoreality.com.au

Ask about installing The Wagon Wheel Way™ Operating System in your organisation

mailto:[email protected]

http://www.planstoreality.com.au/

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Execution to die for... Overcoming the barriers to execution Execution to die for... The Wagon Wheel Way Operating System